To say that work has changed over the last years would be an understatement. With an increase in downsizing, cut budgets, working hours, customer demands and shareholder requirements, people in charge are constantly under the gun to achieve more with less. It is common now to find managers carrying out a 10 - 12 hour workday. With more workloads and less time, managers and executives must find a practical, doable way to achieve their results, which is tough management. The concept of tough management was derived on the basis of carried out surveys on thousands of senior executives and managers. The surveys reveal results on what the majority of executives and managers agree and disagree on. Tough management is a way to approach work. It is a practical and organized way to get to decisions more easily, make the numbers on a consistent basis, have those around you understand where you stand, and increase the business.
Management guru Peter Drucker widely regarded as the father of modern management. During his remarkable life and career, he inspired countless business and political leaders. Drucker's key business tents include: Serve the customer: The purpose of a business is to create and serve a customer. Act, don't just talk: Management takes hard work,
For more than twenty years, management expert Bruce Tulgan has been asking, What are the most difficult challenges you face when it comes to managing people? Regardless of industry or job title, managers cite the same core issues 27 recurring challenges: the superstar whom the manager is afraid of losing, the
Based on the author's real world experience during the course of her career in supply management, and engineering as a project management professional, this unique guide demonstrates a practical and proven approach to using project management strategies, tools and techniques to consistently create successful procurements that go beyond cost savings. Procurement
A half century ago, Peter Drucker put management on the map. Leadership has since pushed it off the map. We are now inundated with stories about the grand successes and even grander failures of the great leaders. But we have yet to come to grips with the simple realities of being
This book, loaded with fascinating examples of turnaround successes, is essential for every business owner. From a synopsis of why companies fail, to ways to resolve creditor problems, its strategies should be read by anyone with a faltering business.
The Great Game of Business has become the most celebrated approach to Open-book Management, a unique and well-proven approach to running a company, based on a simple, yet powerful, belief; “When employees think, act and feel like owners… everybody wins.” In its simplest form, The Great Game of Business is a
One of the worst things that go wrong in business is having people interpret what they think you said as opposed to what you actually said.
While 92 percent say they communicate well to those under them, ironically, only 59 percent say that their superiors communicate well with them.
Lack of time is one of the major obstacles in effective communication, because communication is time consuming, but is definitely worth that effort to keep everyone focused on the goals.
It is a thing of the past now to even think of working more hours to achieve more or better results; simply because there are no more hours in the day. The solution to this is to work smarter and harder.
Productive is one of those key words that everyone would like to be but people often face too many interruptions within a day to be as productive as they would like to be.
People need to change their work to keep it interesting. They do not want to leave their company; they just want to do something different in it.
If your work is technical, try to learn something in your workplace that is non-technical and vice versa. People in business need to continue to learn and grow.
We are living in an age where key personnel are likely to leave their positions much earlier now than they would have some years back.
To increase your value inside your organization, tough management requires that you align with the real value of what your business provides, which means identifying the true value of what your business does.
The benchmark of your values should be based on what you can deliver rather than how many hours you work.
You may consider yourself to be an organized person, or a procrastinator, or sometimes forgetful. May be you see yourself as someone who gets things done, highly flexible, cool under pressure, or good at managing time. Although you might be accurate in some of your self-assessment, there has been no way
Chuck Martin takes readers on a journey from the creation of the first screen to the revolutionary third. Martin describes the cultural and social changes incurred by the first screen (the television) and the second screen (the personal computer), opening up his discussion of how the third screen—the mobile device—is redefining